Living in a State of Transition
In early 2016 we introduced a 4 part newsletter series – ‘Managing in a Changing World’. The purpose of this series was ‘to reflect on all of the changes that affect you and your organization, then to set the stage for a mindful approach to lead yourself and your organization into the future.
Well, last year proved to be a year of continuous rapid change, along with a great deal of confusion and inconsistency. The aspect of ambiguity was more than evident in many aspects of individual life, institutions and of course in the political climate. Charles Dickens words in A Tale of Two Cities “It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair”, would seem to fit our present environment quite well.
In reflecting on 2016, we saw 2 ongoing themes within most organizations, that have lead us to a conclusion for you to reflect upon.
First, ‘business as usual’ does not exist. When you consider the changes brought about by technology, the impact from the shifting demographics, a world of endless options and instantaneous information availability, how can there be anything ‘usual’ about this?
Secondly, on a very consistent basis we witnessed organizations describing what they called a ‘major transformation’ that they were embarking upon. This came across in all sectors, large and small, including 2 of the largest financial service firms in Canada (outside of the banks). When you see and think about this occurring in what would be described as very successful organizations, you have to wonder if this should be a consideration in all institutions.
Which leads to our conclusion that – we are in fact living in a continuous state of transition. Let’s test this by examining the common characteristics of the transition state: low stability, perceived high levels of inconsistency in the environment, increased conflict, high often undirected energy, all translating to a mindset where we see the patterns of behaviour from the past being highly valued and where we have a strong desire to ‘get back in control’.
To conclude, three questions to consider (from both an individual and organizational standpoint):
- What are the new norms that you are operating under?
- With all of the change that is happening, what is different?
(or how are you adapting?)
- How can I/we thrive in this state of transition?
Fusion Consulting Inc. – We don’t have all the answers, but have a proven track record for helping leaders improve their game and would welcome the opportunity of speaking with you.